Leading Organizations and Change

Organizations today are large, complex, difficult to understand and even more difficult to manage. To be successful, managers must have a strong knowledge of the social networks that connect people in organizations and how to leverage them. They should identify where the real power and influence of the organization lies. In order to implement successful initiatives, managers need to navigate organizational barriers to change.

Leading Organizations & Change is a thought provoking course with challenging work assignments, practical frameworks based on MIT research, as well as a powerful change management simulation to immerse you in the complexities and nuances of effective change. You’ll learn frameworks, models, and perspectives that you can apply immediately.

Leading Organizations and Change

Duration and Course Fee

  • 2 Months
  • 2 - 4 hours per week
  • Course Fees USD 1200
 

Faculty

John Van Maanen John Van Maanen

Erwin H. Schell Professor of Management

Management Executive Education

Course Highlights

  • Interactive Lecture
    65Video Lectures
  • Case Studies
    4Case Studies
  • assignment icon
    7Assignments
  • 3Live Teaching Sessions
  • Peer Learning
    6Discussions
  • Caspstone
    1Capstone Simulation

SYllabus

Framework

a) Introducing leadership

b) Assumptions about leadership

c) The MIT Four-Capabilities Leadership Model

– Sensemaking

– Relating

– Visioning

– Inventing

 

Application

a) The MIT Four-Capabilities assessment

– Your leadership signature

– Your organization’s leadership signature

Framework

a) Three perspectives: Strategic design, political, and cultural

b) The strategic design perspective

– Concept overview

– Leader’s role

– Stimulus for change

c) The political perspective

– Concept overview

– Leader’s role

– Stimulus for change

– Working with the political lens

– Power sources

d) The cultural perspective

– Concept overview

– Leader’s role

– Barriers and stimulus for change

– Defining and sensing culture

> How culture changes

 

Application

a) Case study: The Strategy That Wouldn’t Travel

b) The Strategy That Wouldn’t Travel: Bringing about a successful change using the three perspectives

Framework

a) Introduction to power

b) Power lessons

c) Sources of power

 

Application

a) The Aerospace case study

b) The Silicon Systems case study

c) The Elizabeth Parker case study

Framework

a) The Law of Propinquity

b) Network Analysis

– Diagnosing networks

– Structural holes in networks

– Network measurements

 

Application

a) Tools to analyze your network: Calculating Network Density and El Index

Framework

a) Implementing organizational change: Tools and strategies for different change challenges

 

Application

a) The Change Simulation

b) Simulation debrief live webinar

BENEFITS TO THE LEARNER

Intellectual Capital

Intellectual Capital

  • Global IVY Education
  • Rigorous and experiential curriculum
  • World-renowned faculty
  • Globally Connected Classroom: Peer to Peer Learning Circles
  • Action Learning: Learning by Doing

Brand-Capital

Brand Capital

  • Certificate from EMERITUS in collaboration with MIT Sloan

Social-Capital

Social Capital

  • Build new networks through peer
    interaction
  • Benefit from diverse class profiles

Career-Capital

Career Capital

  • Professional Acceleration through
    our enriched leadership toolkit
  • Learn while you earn
  • Get noticed. Get ahead.

Duration and Course Fee

  • 2 Months
  • 2 – 4 hours per week
  • Course Fees USD 1200

Faculty

John Van Maanen
John Van Maanen
Erwin H. Schell Professor of Management
MIT

Duration and Course Fee

  • 2 Months
  • 2 - 4 hours per week
  • Course Fees USD 1200
 

Faculty

John Van Maanen John Van Maanen

Erwin H. Schell Professor of Management

Management Executive Education

Other Programs

Global Ivy Emeritus Institute of Management